steven marr

Responsible for ensuring stakeholder readiness across a large cross-functional team representing our build teams, I&R field forces (internal & external), sales channels (local dealers), and support teams in order to launch Fibre Optic services in Tier 1, 2 and 3 communities across Alberta & British Columbia.

Supported all teams within the National Field Support department. Providing supply & demand governance, forecasting, budgeting, program management, as well as driving key initiatives for the department collectively. Acheivements: Governed and maintained the NFS Supply & Demand model, which included team forecasts and quarterly outlooks, providing our team with a trusted method of determining our resourcing needs. By the end of 2014, the supply & demand model was within 7.5% variance for all forecasts combined, and managed to deliver a “cost per touch” score that was 14% under target. Maintained monthly metrics and measurements for the National Field Support team, including team metrics, key initiatives & programs, and the National Field Support scorecard.

As part of a new leadership development program within National Field Support, I was fortunate enough to obtain this opportunity to work under our director’s guidance and mentorship to develop strong leadership and management skills from first-hand experience. Intentionally ambiguous at times, this role challenges candidates to think outside the box, formulate intuitive ideas into executable initiatives, and lead positive change within the leadership team. Developed and implemented a customized Supply & Demand model for the National Field Support team. Program manager for National Field Support key initiatives and programs Chairperson for monthly National Field Support Leadership Team meetings

Leading an award winning team (2013-14 Stevie Awards) of 19 team members whose objective is to resolve potential customer impacting errors in our provisioning and records maintenance systems before they impact our customers experience. This team also provides real-time support to our field forces and all of their provisioning and troubleshooting needs. Achievements: Increased the teams engagement score from 75% in 2013 to 95% in 2014. Developed and implemented a streamlined approach to training which decreased our training time for new hires from 1 year to 3 months. Implemented a re-designed work distribution model which returned 15% of our resources back to the business, while simultaneously solving coverage gap issues, and minimizing the use of over-time. Deeply involved in propelling forward a number of programs targeting repairs and reliability within TELUS that have evolved into wider programs still active today.